ENG - Weconomy & nbm (may 2013) Jan Jonker
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ENG - Weconomy & nbm (may 2013) Jan Jonker



Slide presentation of Jan Jonker from Radboud University Nijmegen

Slide presentation of Jan Jonker from Radboud University Nijmegen



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    ENG - Weconomy & nbm (may 2013) Jan Jonker ENG - Weconomy & nbm (may 2013) Jan Jonker Document Transcript

    • 10-05-131Prof. Dr. Jan JonkerNijmegen School of ManagementRadboud University NijmegenEm: officejonker@fm.ru.nlHollandWeconomy and New Business ModelsExploring sings of a ‘new’ economy andunderpinning transactions modelsWe live in Exciting TimesChange – Transformation – TransitionHave become the key-words of our societyWelcomeBob Dylan Got it Right …
    • 10-05-132The European sustainability ‘Godfather’Hans Carl von Carlowitz (1645-1714)He wrote “Sylvicultura oeconomica, oder haußwirthliche Nachricht und Naturmäßige Anweisung zurwilden Baum-Zucht” (1713) te first book on forestry ’management’ and is known as the creatorof the word ‘sustainable’ (Nachhaltigkeitsbegriffs).Sustainable Development:a process of alignment“... sustainable development is not a fixedstate of harmony, but rather a process ofchange in which the exploitation ofresources, the direction of investments, theorientation of technological development,and institutional change are madeconsistent with future as well as presentneeds.” (1987)
    • 10-05-133Entangled Debates:(CSR – SD – SR – CE etc.)(a)  Global Warming: temperature and its long term effects;(b)  Poverty: balance in access and distribution to basic values (food, education,technology);(c)  Depletion: speed use of natural sources (oil, water, iron);(d)  Management (profit): governance, social contribution, responsibility;(e)  Institutions: governance, distribution of power and wealth, democracyAny of these (often loosely coupled) global debates can be focused on eitherthe business enterprise, consumers, governments or other stakeholders.Sustainable [Societal] Developmentimpoverishment- depleting investing +return tonaturehumanfocuseddevelopmentsustainable[societal]developmentecological & material capital-depleting© Thomas N. Gladwin - ‘Mastering Strategy’ - 2000investing+humanandsocialcapital
    • 10-05-134Sustainability needs to be …organised in societyA different (w)economy… in progress …
    • 10-05-135Signs of a ‘New’ EconomyCircularEconomyBiobasedEconomyFunctionalEconomySharingEconomyCollaborativeEconomySelf-ProductionEconomyOrganisations: Red, Green or Blueorganisationalgainenvironmentalgainsoc-envgainclosed ‘systems’shareholderseco-efficiencycontrol-managementsingle value creationcomplianceindustrial ecologystakeholderseco-efficacityrisk-managementmultiple value creationreduction‘Hub’s, COP’s & networksConstituentseco-innovationcommunity-managementshared value creationco-creationConventionalorganisationEnvironmentalorganisationSocietalorganisation
    • 10-05-136Classic Business Model (1)AmbitionResources(capacity)Business CasePlanManufacteringprocesDesignprocesFocus on (latent)needs andexpectationsDesign of solutionsInvolvement ofstakeholders basedon transactionUse of product orservice createsvalueProducts and servicesfor consumersUseprocesClassic Business Model (2)
    • 10-05-137Classic Business Model (3)Adopted from Ostenwalder, A. (2004). The Business Model Ontology’PhD manuscript, free downloadable at www.hec.unil.chThe concept of Value Creation:People Planet ProfitJohn Elkington (1997) “Cannibals with Forks”
    • 10-05-138Changing the way we organise:value creation …instead of destructionOrganising sustainability implies to create multiple values (MVC)This can only be organised and shared in a collective way.Copyright Keith HaringFour Value DomainsCommon GoodInstitutionalGoodEcologicGoodPrivate Good
    • 10-05-139Collective value creation:new collaboration between differentconstituenciesOrganising between constituencies becomes crucialThree inter-connected notionsof Value CreationMultipleSharedCollective
    • 10-05-1310Outcomes Research 2012Value creation: five elementsJonker (2012) based on Shafer et al. 2005 & Simanis en Hart 2011CollaborativeEntrepreneurship
    • 10-05-1311Characteristics NBM’s1. Principle of shared value creation2. Collective organising (organisational ecology)3. Money not the only medium of exchange4. Focused on use and needs – not on property5. From ownership to access6. Long term commitment (governance)7. Contribution to the WEconomy (circular economy)Timebank: time is moneyZie b.v.: www.rgtb.org.uk/
    • 10-05-1312NBM C2B2C distribution model‘La Ruche Qui dit Oui’ (FR)Opening• An individual, an association or a firm decides toopen a Ruche in a public place or in his house.Producers• He contacts the local producers (250 km max):vegetables, meat, cheese, milk, bread, wine, etc.Network• He invites friends/neighbours/family to bemembers.Available•  Every week, the producers list what theyhave and give their minimum of sale.Online•  The members can choose among theselected products.Distribution•  The producers deliver their products andmeet their consumers.www.laruchequiditoui.frNBM C2B energy modelSell you sewage (NL)http://www.desah.nl/
    • 10-05-1313Voorbeeld (4):Distributie ... maar dan andersThe Pyramid and the Pancake4 types of business modelsB2B B2CC2C C2BOrganisinghorizontallyOrganisingVertically
    • 10-05-1314The WEconomy is ...Creating together value that is of valueCirculareconomyCollaborativeeconomyWeconomycollaborativeentrepreneurshipNewBusinessModelsOrganising shared-value’s (1)ValueCreation =organisingcooperatively
    • 10-05-1315Organising shared-value’s (2)Value Creation =organising cooperativelyValuetransaction =New BusinessModelsOrganising shared-value’s (3)Value Creation =organising cooperativelyValueTransaction =New BusinessModelsValue Unit =“currency”
    • 10-05-1316Conference Research Outcomes 2013Contact: officejonker@fm.ru.nlReferencesBrundtland, G.H. (eds.) (1987). Our Common Future. Cambridge, UK: Oxford University Press.Carroll, A. (1999). “Corporate Social Responsibility: Evolution of a Definitional Construct”. Business & Society, 38 (3),pp. 268-295.Elkington, J. (1997). Cannibals with Forks: The Triple Bottom Line of 21st Century Business. Gabriola Island, CA: NewSociety Publishers.Ellen MacArthur Foundation (2012). Towards the Circular Economy. Economic and Business rationale for an acceleratedtransition. Internet publication: www.ellenmacarthurfoundation.org.Freeman, R.E. (1984). Strategic Management: A Stakeholder Approach. Boston: Pitman/Ballinger.Jackson, T. (2009). “Prosperity without growth? The transition to a sustainable economy”. Sustainable DevelopmentCommission, retrieved from internet 30.08.12 (placed on the internet 30.03.09):www.sd-commission.org.uk/publications.php?id=914.Osterwalder, A., Pigneur, P. & Tucci, C. (2005). Clarifying Business Models: Origins, Present and Future of the Concept.Working Paper, CAIS: Communications of the Association for Information Systems.Porter, M.E. & Kramer, M.R. (2011). “Creating Shared Value: How to Reinvent Capitalism and Unleash a Wave ofInnovation and Growth”. Harvard Business Review, Jan-Feb, pp. 62-77.
    • 10-05-1317AuthorProf Dr Jan Jonker is Professor of Corporate Sustainability at the Nijmegen School ofManagement, Radboud University, Nijmegen. He conducts research into how sustainabilityacquires its shape and content in bricks, tires and butter cakes. The resulting search queries focuson strategy, (new) transaction models and transitional thinking. He can be characterized as acritical optimist with a tendency toward involved activism. As far as he is concerned, working onsustainability is the most important organizational challenge of our time.His publications include the‘green’ Dutch bestseller ‘Duurzaam Denken Doen’ (Kluwer, 2011).In 2012, he initiated research into ‘New Business Models’. He is currently working on a Dutch,European and ‘African’ sequel, together with over 30 researchers in 12 countries. On February 1st,2013, he published ‘Werken aan de WEconomy’. This is a joint publication over 30 other authorsin which the notion of the ‘WEconomy’ is introduced. In the years to come, he will work on thelinking of this notion with New Business Models, providing a different view on (business)transactions in which sustainability is integrated.Nijmegen School of Management, Radboud University Nijmegen, PO BOX 9108, 6500 HKNijmegen, The Netherlands. (em) officejonker@fm.ru.nl